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Restore Human Connections with
Collaboration and Technology
Session 122, February 13, 2019
Sue Murphy, Chief Experience Officer, UChicago Medicine
Diane M. Rogers, President, Contagious Change
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Sue Murphy, RN BSN MS
Diane M. Rogers, ACC CPXP
Has no real or apparent conflicts of interest to report.
Conflict of Interest
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 Overview of UCM/hArt of Medicine
®
 Role of Chief Experience Officer (CXO) in Healthcare
 Four Phased Approach to Designing and Deploying
Human Centered Programs
 Co-Designing Human Centered Programs
 Analyze Data to Achieve Exceptional Experiences
 Cultivating our Culture
Agenda
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 Discuss a personalized coaching program that focuses on
nurturing communication skills and positively influencing patient
encounters and care team experience
 Discuss the impact of building trusted relationships, inspiring
multi-disciplinary collaboration, and designing and deploying
human-centered programs and technologies
 Design a multi-disciplinary think tank to evaluate, implement and
measure human-centered technologies and processes that align
with the enterprise strategy and goals
 Create culture transformation by utilizing data from technology to
celebrate performance excellence, build on success, and develop
trusted relationships and strong partnerships
 Measure success based on patient, family and staff experience,
engagement and empowerment
Learning Objectives
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Overview of UCM/
hArt of Medicine
®
Program
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UChicago Medicine
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Sue Murphy, RN MSN
Chief Experience Officer
Patient Experience and Engagement
Patient and Family Insights
Capturing Patient Voice
Steve Perkins, Manager
Friends and Family Program
Caroline Costello, Director
Destination Medicine
Judy Gilbert, Manager
Guest Service Ambassadors
Steve Perkins, Manager
Experience Improvement
Innovation
Sunitha Sastry, Director
Discharge Care Call Center
Improvement Initiatives
Data & Analytics
Quality Analytics
Press Ganey Data
Mary Kate Springman
Director
Key Partnerships
Enterprise Senior
Leadership
Operational
Excellence
HR/TOC/
Training
Development
Quality
Marketing
Ambulatory
Practices
Support Services
Graduate Medical
Education
Patient Care
Services
Diversity and
Inclusion
Physician Partners
Debra Albert, MSN, MBA, RN, NEA-BC
Senior Vice President
Patient Care Services, Chief Nursing Officer
Patient Education
Marina DePablo, RN
Manager
Operations Manager
Diane Canan
Patient Experience and Engagement Program
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 Experiential Learning Programs
− The hArt of Medicine
• Engaging the hArt
• Leading hArtfully
− Coach Development Programs
 Professional Coaching
− Physician Coaching
− Executive Coaching
− Observational Coaching
 Performance Improvement Strategies
The hArt of Medicine
®
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Role of Chief Experience
Officer (CXO) in Healthcare
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Role of Chief Experience Officer CXO
Change agent to create sustainable system transformation
that delivers optimal care to patients and families while
empowering care teams and staff to achieve the highest
healing potential by:
 Leading the enterprise strategy to ensure the mission
and vision are met for the patients daily
 Ensuring alignment with the regulatory mandates
around patient experience outcomes
 Restoring human connection in line with mobile
communication technology
 Introducing innovation to improve communication,
patient engagement, staff resiliency and more
 Cultivating a culture of well being that and joy that
drives quality, patient safety and experience strategies
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Role of CXO
Source report: Experience Innovation Network: Experience Beyond Boundaries: The Next
Generation CXO 2017 Research Report
Focus of CXO is
cultivating resilience,
well-being, and joy at
work while transforming
the culture to create
exceptional experiences
for the patient and the
healthcare professional.
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Patient Experience and
Engagement Program
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What Matters Most…
Engagement Excellence Award 2018
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Making a Difference Every Day
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Four Phased Approach to
Designing and Deploying
Human Centered Programs
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Four Phased Approach
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Phase 1: Define & Commit
• Essential milestones for achievement
• Senior Leadership/Leadership
• Trust
• Team Work
 Define the ‘desired state’, and its meaningfulness to a
culture where exceptional experiences occur
 Explore leader commitment to new ‘way of BEING’
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Phase 2: Connect & Equip
 Connect actions, attitudes and
behaviors to meaning & purpose
 Draw awareness to clinician’s
strengths and impact of
interactions
 Equip clinicians with skills in
creating therapeutic
relationships, empathy and
communication skills
 Offer an experiential learning
environment where participants
learn from each other
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Phase 3: Operationalize & Perform
 Leverage insights and
relationships established in
Connect & Equip to drive
improvements at the individual,
team and departmental level
 Deploy strategies/tactics for
embedding practices into day
to day operations
 Identify metrics and measure
performance
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Phase 3: Operationalize & Perform
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Phase 4: Culturalize & Evolve
Culturalize Infrastructure
− HR Policies
− Hiring
− Performance Appraisals
 Behaviors, attitudes and actions become part of the
organizational culture and individual experience
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Co-Designing Human
Centered Programs
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Co-Designing Human Centered Programs
 Technology
− Leader and Supplemental Rounding via iPad
− Patient Insights/Surveys
− Real time Patient Voice
− Discharge Care Call Center
 Operational Process
− Lean Integration
− Standard Work
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 Operationalizing through Coaching
− Leadership Development
− Physician/Patient Interaction
− Managing for Daily Improvement
 hArt Hugs
− Leader Rounding Support
 hArt Walks
 Supplemental Rounding
Co-Designing Human Centered Programs
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Analyze Data to Achieve
Exceptional Experiences
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Engagement Indicator Score
72% Response Rate
3.74
3.78
3.85
3.84
3.89
3.93
3.97
4.02
4.14
4.13
3.5
3.6
3.7
3.8
3.9
4.0
4.1
4.2
2010 2012 2013 2014 2015 2016 2017 2018 Natl
HC
Avg
Natl
UCH
Avg
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Leadership Rounding
4,191
24,773
34,655
41,842
50,850
65,067
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2013 2014 2015 2016 2017 2018
# of Care Rounds
# of Care Rounds
1,116
5,841
6,351
8,823
12,081
13,287
0
5,000
10,000
15,000
2013 2014 2015 2016 2017 2018
# of Care Round Employee
Recognitions
# of Care Round Employee Recognitions
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Mean Trends Inpatient
The University of Chicago Medicine
Displayed by Received Date and Total Sample
Overall
The University of Chicago Medicine
Outcomes/Press Ganey Survey
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Remembering Why
